Tailoring Strategies to Fit Specific Industry and Company Situations

Life Cycle

Unit Sales

Profits

Life CycleEmerging

EmbryonicIntroduction

Growth Mature Decline

Industry Life Cycle Introduction Growth Mature Decline

Growth Low Large Lower Negative

Segments Few Some Many Few

Competition Low Increasing Intense ???

Emphasis V High Prod

High Prod V High Process

Stability

Functional R&D Sales & Marketing

Production Admin., mgt. & finance

Objectives Market Awareness

Create Demand

Defend Share and Extend

Consolidate Maintain, harvest, or exit

Challenges of Emerging Industries• Uncertain market conditions and

characteristics• Competing/unknown proprietary technologies

and varied marketing/service/distribution tactics

• Lack of complementary products• Limited/poor quality and high costs, which

deter acceptance• Low entry barriers• Education of users• Innovators vs. Initial adopters

vs. Mass-market.

Alternatives in Emerging Industry

• Move fast/early with superior product or technology

• Track the Dominant Design• Build alliances/merge with key suppliers or

those that provide complementary products to out position rivals

• Seek new customer groups, new applications for your product

• Make it cheap/easy for early adopters to try/buy your product.

High Technology Industries Battle over technical standard, format, and

dominant design Set by decree, cooperation, public domain, but

mostly through consumer choices

Benefits for Standards

Compatibility Reduce consumer uncertainty Reduce production costs Increase in complementary products –

Network effects – which greatly enhances sustainability

Challenges of Mature Industries

• Slow growth fight for market share• Sophisticated buyers• Costs, prices and service critical• Excess capacity and oversupply• Innovation and new uses more difficult• International competition• Falling profitability• Consolidation• Segmentation.

Alternatives in Mature Industries

• Prune product line• Process innovation & cost reductions in value

chain• Sell more to current buyers• Purchase rivals at low prices• Go international.

Fragmented Industries

Low entry barriers Lack of economies of scale High segmentation Local Advantages Diverse preferences

Alternatives in Fragmented Industries

• Formula facilities -• Low cost operations -• Become the specialized vendor of choice -• Focus on a customer type -• Focus on a geographic segment -

Other Runner-up Strategies

• Vacant Niche Strategy -• Specialists Strategy - • Superior Products Strategy - • Distinctive Image Strategy - • Content Follower –

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Strategic Management

Part II: Strategic Actions: Strategy FormulationChapter 6: Corporate-Level Strategy

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Corporate-level strategy

Specifies actions a firm takes to gain a competitive advantage by selecting and managing a group of different businesses competing in different product markets Expected to help firm earn above-average returns Value ultimately determined by degree to which “the

businesses in the portfolio are worth more under the management of the company then they would be under any other ownership

Product diversification (PD): primary form of corporate-level strategy

Goals of Corporate Strategy

Moves to enter new businessesBoosting combined performance of the

businessesCapturing synergies and turning them into

competitive advantagesEstablishing investment priorities and steering

resources into business units

4 Conditions of Successful Diversification• 1) Growing industries with complementary

products and technologies• Apple IPhone

• 2) Leverage existing capabilities which match the KSFs in other arenas• Disney Cruise Lines

• 3) Closely related moves which reduce costs• Kroger & Fred Meyer

• 4) Powerful brand and reputation• Margueritaville, NASCAR Café, or Emril’s

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Levels of Diversification (N=3)

1. Low Levels Single Business Strategy

Corporate-level strategy in which the firm generates 95% or more of its sales revenue from its core business area

Dominant Business Diversification Strategy Corporate-level strategy whereby firm generates 70-95% of total

sales revenue within a single business area

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Levels of Diversification (N=3) (Cont’d)

2. Moderate to High Levels Related Constrained Diversification Strategy

Less than 70% of revenue comes from the dominant business Direct links (I.e., share products, technology and distribution

linkages) between the firm's businesses

Related Linked Diversification Strategy (Mixed related and unrelated)

Less than 70% of revenue comes from the dominant business Mixed: Linked firms sharing fewer resources and assets among

their businesses (compared with related constrained, above), concentrating on the transfer of knowledge and competencies among the businesses

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Levels of Diversification (N=3 ) (Cont’d)

3. Very High Levels: Unrelated Less than 70% of revenue comes from dominant business No relationships between businesses

Drawbacks for Unrelated

Demanding requirements Limited to no opportunities to share

advantages

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Levels and Types of Diversification

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Strategic Management: Concepts and Cases

Part II: Strategic Actions: Strategy FormulationChapter 7: Acquisition and Restructuring Strategies

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Cross-Border Acquisitions: Increased Trend

Number of cross-border deals continues to increase in all corners of the world

Acquisitions by emerging-country firms occurring in developed countries, especially in the U.S., UK and Europe Developed economies have more open policies

allowing emerging-country economies to make inroads, especially in more mature businesses including steel, aluminum and cement; or basic services such as management of airports and railroads, or infrastructure management, such as toll roads

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Introduction: Popularity of M&A Strategies

Popular strategy among U.S. firms for many years Can be used because of uncertainty in the

competitive landscape Increase market power because of competitive threat Spread risk due to uncertain environment Shift core business into different markets

Due to industry or regularity changes Intent: increase firm’s strategic competitiveness

and value – the reality, however, is returns are close to zero

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Introduction: Merger vs. Acquisition vs. Takeover (Cont’d)

Merger Two firms agree to integrate their operations on a

relatively co-equal basis Acquisition

One firm buys a controlling, 100 percent interest in another firm with the intent of making the acquired firm a subsidiary business within its portfolio.

Takeover Special type of acquisition strategy wherein the target

firm did not solicit the acquiring firm's bid Hostile Takeover: Unfriendly takeover that is

unexpected and undesired by the target firm

Mergers and AcquisitionsReasons of Acquisitions

Market Power

Overcome Entry Barriers

Increased Speed

Lower Risk

New Technologies/Capabilities

Diversify

Gain Competitive Advantages

Mergers and AcquisitionsProblems with Acquisitions

Integration of two firms

Overpayment/Debt

Overestimation of Synergy

Overdiversification

Managerial energy absorption

Become too large

Substitute for innovation

Inadequate evaluation

Mergers and AcquisitionsResults

Poor Performance

Who Wins?

Acquired FirmShareholders

Failures of Acquisitions

30 - 40% average acquisition premiumAcquiring firm’s value drops 4% in the 3 months

following acquisitions30 - 50% of acquisitions are later divestedAcquirers underperform S&P by 14%, peers by

4%3 month performance before and after

30% substantial losses, 20% some losses, 33% marginal returns, 17% substantial returns

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The Curvilinear Relationship between Diversification and Performance

Why, then, do executives acquire?

Often, for personal reasonsFirm size and executive compensation are

relatedWhen do executives loss their jobs?

1) Acquired - larger firms harder to acquire 2) Performing poorly - employment risk is

reduced as returns are less volatile

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Effective Acquisitions Complementary assets or resources Friendly acquisitions facilitate integration of firms Effective due-diligence process (assessment of target firm

by acquirer, such as books, culture, etc.) Financial slack Low debt position

High debt can… Increase the likelihood of bankruptcy Lead to a downgrade in the firm’s credit rating Preclude needed investment in activities that contribute to the firm’s

long-term success Innovation Flexibility and adaptability

When/Why to Diversify?

To create shareholder valuePorter’s Three Point Test1) Attractiveness Test2) Cost of Entry Test3) Better off TestShould pass all 3